Inclusive Society

New employees are subject to a 3-month training. Upon completing their training period, department sales leaders submit a New Salesperson Supervision Report to explain how the new employees they supervised have done and to assess their potential.

Three months after the new employee training, eight employees resigned, for a turnover rate of 23.5%. This was an improvement over the 25.5% figure for 2021.

1. Focus of tracking and supervision: Ensure a stable employee retention rate.
2. Regional and department managers are responsible for supervising employees. They aim for stability in the sales workforce through co-counseling, thus improving departmental performance.

We conduct continuing training on salesperson advancement training and education program (FABE) to help internalize employee knowledge. Department and regional managers provide guidance to new employees, and these employees then join the transfer training upon the completion of the pre-program assignments. In the program, outstanding program graduates are invited to share their practical experiences, with an aim to enhance new employees’ confidence and readiness for sales tasks.

Within six months after the training, four employees were promoted to the position of Safety Planning Officer, accounting for 25% of graduates; none of these employees resigned.

1. We continue to conduct elite salesperson educational training to enhance employees’specialized skills and improve department performance.

After new employee complete their one-day training, instructors assess their learning progress in accordance with the New Employee One-day Training Learning Checklist. The Training Center then compiles and transmits the results to each department for supervision and improvement.

After new employees participated in the one-day regional training, the employee 6-month resignation rate dropped from 36.2% in 2021 to 19%. This indicates that the program helped to reduce employee turnover.

1. During the one-day educational training, regional leaders interact with new employees, which helps to increase their sense of belonging with SKS.
2. Programs are arranged to improve employees’ understanding of the organization, corporate culture, main products, and control center dispatching process. This enhances employees’ confidence in their duties and reduces turnover rates.

Introduces the Top Sales Tactics and Closing Techniques online program

1. Through morning meetings and scheduled learning, sales leaders lead a discussion on applying business promotion, contextual use, and sales tactic practice.
2. Each department submits records, based on which the Training Center compiles information and issues two handbooks, Top Sales Tactics Summary Highlights and Top Sales Tactics and Closing Techniques Handbook. Each sales leader educates their employees, and conducts practices and practical work with them using handbook scenarios.
3. Each region produces a Business Promotion Tactics Feedback Form through practical exercises. The Training Center compiled an exclusive SKS handbook of Tactics Templates, and uploaded it on SKS’s digital learning platform. The handbook is available for downloading and online study by our sales employees; the contextual tactics can also be accessed in the field at any time, so salespersons can respond to situations.

1. For employee transfer training, participants are required to carry along the Top Sales Tactics and Closing Techniques Handbook for use in class.
2. New employees must keep learning online.
3. Employees with performance gaps are required to keep studying and improving.

Introduces the‘New Generation Employee Care – Six Major Care Skills’online program, to enhance supervisors’empathy for employee emotions, improve their leadership styles, identify problems in advance, make improvements accordingly, and create a harmonious workplace atmosphere.

The participants responded in the‘Learning Feedback Questionnaire’survey that they believe the program helps to enhance team harmony and cohesion, and creates a spirit of organizational teamwork.

1. Department heads are continuously provided with resources to enhance their leadership skills.

Introduces the‘How to Be an Influential Person’online module, to increase leadership competencies.

The‘GROW program' syllabus was included as an education topic for Service Department Directors. The sales leaders responded in the questionnaire survey that the program was very useful.

1. The theme will still be used for the 2023 sales leader study program, with lecturers invited to give in-person instruction.

Introduces the‘Digital Transformation Consulting Room’online program, to prepare for digital transformation through pre-program audio-visual study, pre-program tests, and practical in-class discussions, etc.

1. After headquarters officers completed the program, department and office units continued the program in order to expand the training benefits.
2. Organized the Digital Transformation Day (DT Day) event, where lecturers were invited to discuss cases in-person in the physical classroom.
3. Implemented digital transformation education through online and offline blended learning education.

1. SKS has set this as a major policy for 2023 and will continue to make improvements.

Introduces the‘Workplace Strategies online program for Generation Z’, helping new generation of employees to better understand themselves, do career planning, and learn how to work with others. It also helps supervisors to understand the logic and behavior of the new generation entering the workforce, to build teamwork.

The participants responded in the‘Learning Feedback Questionnaire’ survey that they deemed it a useful program for enhancing self-understanding, and had benefits in the workplace.

1. We continuously evaluate and introduce external resources for our employees, to increase their specialized competencies.